Mark Zuckerberg continued Facebook’s radical about-face last week, calling for new government regulation on harmful content, election integrity, privacy and data portability. This comes less than a month after his privacy-focused vision for the future. The $500 billion question: Is Facebook agile enough to pull this off?

Facebook’s latest initiatives remind me of Thomas Friedman’s comment about climate change: They have to avoid what is unmanageable and manage what is unavoidable. Friedman’s observation could be Facebook’s template for change—and their ability to change could be a blueprint for agile leadership.

This will be a telling real-time case study for all leaders today. Why? Because the biggest challenge most of us face is managing transformation—of our business models, our distribution models, and most fundamentally, helping our employees be agile enough to succeed and stay resilient in the midst of the stressors that change creates.

What’s unmanageable: Facebook built their $500 billion business on advertising purporting to be content and agnostic data sharing. Under a stance of openness, they have for years circumvented regulations and norms pertaining to other ad-driven information providers like broadcast companies, content companies and news organizations. But openness empowered some unmanageable players: Internet trolls, fake news purveyors and hate groups proliferated quickly and all over the platform. This put Facebook on the defensive and now requires them to change rapidly or face existential threat.

What’s unavoidable: Facebook is so big, and so deeply woven into billions of lives, that they are colliding with public opinion and government policy. Political candidates are calling for a breakup of tech giants, arguing that they are monopolies that surreptitiously betray users’ trust. And the #leavefacebook reaction of some users creates perfect conditions for a competitor to come in promising greater privacy and security.

Speed Vs. Agility

Facebook’s culture of “move fast and break things” helped it move with impressive speed in the past. But the transformation Zuckerberg outlines will take agility as well as speed. Are their employees able to shift direction, and embody existential change? Are they comfortable speaking truth to power, after so many change agents at Facebook have left the company?

Last year, when all hell broke loose on the privacy front, Zuckerberg and his team were slow to acknowledge the seriousness of the situation. They treated privacy and data protection as a public relations problem.

Now, Facebook’s technologists have to create a set of as-yet-undetermined innovations which will require a profound understanding of where their current customers—and the world’s governments—are going culturally. Achieving this requires an agile mindset that responds quickly to the fast-changing scene.

Zuckerberg’s leadership challenge will be to change the mindset of his workforce. In an agile organization, people keep learning, enabling them to transcend traditional boundaries. At a personal level, each employee will have to adopt a fresh point of view about what the business delivers, what the customer deserves. Will people who saw their colleagues chewed out for sounding warnings about privacy now own the security problem? Will they adopt new outlooks on the value of privacy vs. openness?

A change of this scale will challenge every Facebook employee to develop personal resilience.

Agility includes the skills to deal with mind-bending change, move fast, and not falter in the face of unfamiliar team dynamics. For all the stress and adversity that agility inevitability creates, resilience skills empower people to make those changes and quickly return to a sense of personal equilibrium. In fact, as our research in training people to be resilient makes very clear, people who are agile but not resilient run a high risk of burning out

Facebook COO Sheryl Sandberg wrote an entire book examining her resilience in the face of devastating loss (2017’s Option B). She noted that supportive relationships and gratitude for what is good in our lives are also essential parts of resilience. How can those now play a significant part in a “move fast and break things” culture?

As leaders, we have to acknowledge that sometimes our own hubris can keep us from being agile. Sandberg also wrote, “When companies fail, it’s usually for reasons that almost everyone knows but almost no one has voiced.” Now that Facebook’s leadership itself has voiced the reasons for its troubles and a different way forward, it will be fascinating to see how Facebook’s employees find both the agility and resilience to make the turn.

Jan Bruce is the CEO and co-founder of meQuilibrium, the only human capital management platform based on the science of resilience.